Mental health is a critical issue in the workplace, especially after the tragic loss of a colleague to suicide. The impact of suicide on staff well-being cannot be overstated, with more than 5,000 registered suicides in England in 2022 alone. This staggering number highlights the urgent need for effective support mechanisms for healthcare workers, who are at a higher risk of suicide than any other profession.
Supporting colleagues after a suicide is a complex and challenging process, encompassing personal grief, workplace culture, and the long-term psychological effects on staff. The need for postvention strategies in the workplace is evident, with activities focusing on reducing risk and promoting healing after a suicide death.
Research by Spiers et al. (2024) sought to deepen our understanding of postvention experiences in healthcare settings using grounded theory. The study identified key elements influencing postvention situations, such as fixed workplace elements, leadership, caring, education, and mis-stepping.
Addressing these elements is crucial for optimising support systems and promoting staff well-being in the aftermath of a colleague’s suicide. Effective postvention moments can lead to healing and resilience among staff, while unsupportive moments can hinder recovery and worsen distress.
By implementing structured postvention protocols, strengthening support structures, and promoting open communication, healthcare organisations can better support their staff. Reflecting on postvention experiences offers valuable opportunities for organisational learning and growth, ultimately improving the well-being of staff and the quality of patient care.
Methods
The researchers employed grounded theory to study how NHS staff support colleagues after a coworker’s suicide. This approach allowed for the development of a theory based on real-life experiences, uncovering social relationships and behaviours within healthcare settings.
Participants were recruited from NHS Trusts, resulting in 22 individuals sharing their experiences of supporting colleagues after a suicide. Interviews were conducted via telephone or video call to deepen the understanding of postvention situations.
Results
The study revealed a grounded theory of negotiating postvention situations, highlighting the influence of fixed workplace elements on staff responses following a colleague’s suicide. Elements such as structural, personal, cultural, emotional factors, and staff perceptions played a crucial role in shaping postvention experiences.
Understanding and addressing these elements can enhance support systems and promote staff well-being in the aftermath of a colleague’s suicide. Leadership, caring, education, and addressing mis-steps are essential components in negotiating postvention situations effectively.
Conclusions
Postvention experiences provide invaluable opportunities for organisational learning and growth. Reflecting on these experiences can identify effective strategies and areas for improvement in supporting staff through similar challenges, ultimately promoting staff well-being and organisational resilience.
Implementing structured postvention protocols, strengthening support structures, and promoting open communication are essential steps in creating a more supportive and resilient workplace environment. By addressing the implications of this study, healthcare organisations can better support their staff and improve the quality of patient care.
